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Job Performance Aids (Job Aids)


What is it?              “A printed or visual summary of key points or steps essential in the
                         performance of a job” (Broad & Newstrom, p. 91)
                         • Often used as part of instruction
                         • Sometimes used instead of training



What are some            •    Checklists
examples?                •    Worksheets
                         •    Flow charts
                         •    Procedure manuals
                         •    Work samples (such as memo or resume templates in MS Word)
                         •    There are many examples of checklists, worksheets, and flow charts in
                              Rothwell & Kazanas; see pages 166-167, 196-201 for examples


Strengths and         Strengths
Weaknesses               •    Helps ensure transfer of training to job
                         •    Supports effective job performance (speed and accuracy)
                         •    Reduces time to learn complex procedures
                         •    Reduces time to recall and/or perform unfamiliar procedures
                         •    Cheaper than training
                         •    Can be readily revised
                      Weaknesses
                         Inappropriate when:
                         • There is no time during work tasks to refer to job aid
                         • Reference to job aid would undermine employee’s credibility with
                            customer
                         • Consequences of error are trivial
                         • Procedures are simple
                         • Task is frequently performed



Steps to Success         • Most effective when explained and tried out in class first, before
                           application on the job
                         • Use when:
                           o Consequences of error are great
                           o Procedures are complicated
                           o Task is infrequently performed
                           o Time for training is limited
                           o Budget for training is limited
                         • See additional guidelines for checklists, algorithms, procedure
                           manuals, and work samples in Rothwell & Kazanas, pp. 20-21



    Karen O. Storer                                                                         2/1/03
References            •   Mastering the Instructional Design Process by Rothwell & Kazanas
                          (1998)
                      •   Active Training by Mel Silberman (1998)
                      •   Transfer of Training by Broad & Newstrom (1992)




    Karen O. Storer                                                                2/1/03

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Job Aids

  • 1. Job Performance Aids (Job Aids) What is it? “A printed or visual summary of key points or steps essential in the performance of a job” (Broad & Newstrom, p. 91) • Often used as part of instruction • Sometimes used instead of training What are some • Checklists examples? • Worksheets • Flow charts • Procedure manuals • Work samples (such as memo or resume templates in MS Word) • There are many examples of checklists, worksheets, and flow charts in Rothwell & Kazanas; see pages 166-167, 196-201 for examples Strengths and Strengths Weaknesses • Helps ensure transfer of training to job • Supports effective job performance (speed and accuracy) • Reduces time to learn complex procedures • Reduces time to recall and/or perform unfamiliar procedures • Cheaper than training • Can be readily revised Weaknesses Inappropriate when: • There is no time during work tasks to refer to job aid • Reference to job aid would undermine employee’s credibility with customer • Consequences of error are trivial • Procedures are simple • Task is frequently performed Steps to Success • Most effective when explained and tried out in class first, before application on the job • Use when: o Consequences of error are great o Procedures are complicated o Task is infrequently performed o Time for training is limited o Budget for training is limited • See additional guidelines for checklists, algorithms, procedure manuals, and work samples in Rothwell & Kazanas, pp. 20-21 Karen O. Storer 2/1/03
  • 2. References • Mastering the Instructional Design Process by Rothwell & Kazanas (1998) • Active Training by Mel Silberman (1998) • Transfer of Training by Broad & Newstrom (1992) Karen O. Storer 2/1/03